We partner with lots of brands that listen to and genuinely value what their customers have to say. These brands acknowledge the good and are often quick to change the not so good. They’re always striving to improve their customers’ experiences and meet their ever-changing expectations.
Then there are other brands that seem to just focus on the good, and brush off “minor customer pain points” until they balloon into much larger problems.
Sometimes the truth hurts. But when a brand tries to change what customers see as broken, they’re far more likely to grow their business, prevent costly mistakes and create new solutions that will surprise and delight their customers for years to come.
Most mattress companies only care about hitting their monthly quotas and closing each sale. Casper, on the other hand, looks beyond just selling mattresses and tries to learn something new about their shoppers in every interaction. They even involve their customers in the product-development process. While competitors have been asleep at the wheel, Casper has been busy reinventing an entire category and continues to reap the benefits.
Texting in Movie Theaters? AMC Backs Off After Criticism, The New York Times
Earlier this month, AMC Entertainment was considering letting customers text in its theatres; a quick fix that would attract younger movie-goers, or so they thought. After word got out the Twittersphere exploded and within 24 hours AMC retracted their idea, tweeting “NO TEXTING AT AMC. Won’t happen. You spoke. We listened.” It’s another lesson that sometimes the smartest brands can make bad decisions. Perhaps if they had worked with their customers to vet their initial idea, they could have avoided the wave of negative feedback.
Ever head of the Trabant? It was a car “full of blatant faults” yet “oblivious to the plight of [its] drivers.” A total recipe for disaster and not surprisingly, the Trabant no longer exists. In this article, Gabor George Burt argues that the Trabant case study should be a lesson to all marketers and “used as inspiration to persistently please customers.” In the article, he also references how Disney created their FastPass reservation system by listening to their customers and fixing one of the most painful elements of their guests’ experience – long lines.